Transcription
5 Ways to Control Employees
Every leader has many different responsibilities. Many different things need to be done. But there are five main responsibilities that yield 90 percent of the results. Be sure to watch this video to the end because at the very end I will tell you a secret thanks to which you will be able to make your employees motivated and act independently. They will be self-propelled, and in general, strictly speaking, you will not need much effort to manage them.
First, you need to very clearly define where an employee's responsibilities begin and end. You need to very clearly define what they are responsible for and what they are not responsible for. You need to very clearly define what result they deliver. To do this, you need to spend some time. You have to find a little, sign it. You need to spend more time explaining to the employee, but it yields colossal results in reality. And because of this, the employee becomes self-propelled, and you don't have to control their every move. Because talented, capable people generally dislike it when you control their every move. I'm watching you. By the way, if you have a question about how to distribute responsibilities, I talk about it very thoroughly and practically at my online master class, a free online master class. The link to this master class is in the description of this video.
Second, you need to ensure that each of your subordinates, each employee, begins their work week by creating their own work plan for the next week and comes to you for approval of this plan. This is not even discussed; this is all you need to know. Just sign it. I see you writing with your own pen. It is important that you do not try to create plans for employees. It is important to achieve that within the framework of these responsibilities that you have defined, they create it themselves and then come to you. Well, and as you understand, as a result, the employee becomes even more self-propelled because they decide for themselves what they will do. In most cases, they create an excellent plan. Sometimes you need to adjust this plan, change something, correct priorities. But if you do this constantly, regularly, every week, then these plans and the level of independence and responsibility of each of your subordinates grow. If you agree that it's cool when an employee acts independently and shows creativity, if you agree with this, give this video a like.
Third, never accept problems from employees when they run up and say, "Semyonovich, I don't know what to do." And wise Semyonovich, who, of course, likes to be a star and who, of course, likes to give ready-made solutions, says, "Well, listen, Sanya," and gives them. Never do this. Always accept a problem from a subordinate only with a proposed solution. In general, I have identified the three most interesting projects, but there is only enough money for one of them. But fortunately, I have a solution. I can't wait. The client demands discounts that are not provided for by our standard terms. "Excellent," the salesperson runs to the head of sales and says, "Petrovich, the client demands a discount, and so on, what should I do?" And a good head of sales says, "My friend, how do you think? How do you think it should be solved here?" Always accept with a solution. This salesperson starts to think. He says, "Well, you know, this client, he makes a certain volume, he plans to buy this much and that much, he has this kind of history. I think this discount should be given to him in this amount, under these conditions." And the head of sales says, "Well done, excellent, act accordingly." You see, he would kill two birds with one stone. First, a solution is found. The solution is usually good because the closer a person is to the area of activity, the more data they have, the better they make decisions. Second, he boosted this employee and made him think more independently, simply by forcing him to develop a solution himself. Therefore, always demand a solution for any of the problems. They will not always be correct; you can change them, but never allow them to be lazy to think. By the way, a video "5 Principles of Building a Strong Team" will be released on my channel soon, and I recommend you not to miss it, so subscribe to my channel and click on the bell to receive notifications in this release.
Fourth, a good leader should check daily how the plans are being executed. Yes, you have a plan, that's good. But people in real life face a lot of unforeseen circumstances. Something didn't work out, someone refused a meeting even though they planned to do it, someone isn't responding to an email, the client is being capricious, and so on. Hundreds or thousands of reasons to stop plan execution or deviate from priorities. And therefore, leaders check subordinates' plans daily, how execution is going, find out if everything is okay, with one goal: to help the employee stay on priority. And if something doesn't work out with plan execution, then create another plan, change it, in order to get results.
And last, but perhaps most importantly, when you deal with people, give confirmation. Good confirmation. Notice, confirm all the good things your employees have done. Most leaders pounce only on mistakes and problems. They forget to give confirmation. A guy did his job well, he has no missed calls, he closed all deals, or he closed a deal. Give the person confirmation. Show them that you value it. Show that you noticed it. This is important because people are not robots. You see, if a robot performs its function poorly, what do we do? We diagnose, find the broken part, that is, we must find what is wrong with this robot, we replace this part, and it continues to work. [Music] With people, it's the absolutely opposite approach. People are not robots, and you cannot replace any part. And the only thing you can do to make a person work better, more cheerfully, is simply to give confirmation. Well done, you came on time. Great, you made a cool video. Handsome. You prepared the documents, made a sale. Magnificent. As a leader, you should have such a principle: not a single victory, not a single success, not a single good deed should go without your confirmation, because this is your main tool with which you stimulate people to produce more, to fulfill the right obligations. If they did something right, tell them about it. When you deal with small children, you do the same. A child takes their first few uncertain steps, and you say, "Oh, how well done!" They like it and continue to do it. So, I can tell you, have the exact same attitude in any situation with all your employees, and you will suddenly see that your employees walk more confidently, do their job better, become more and more independent, self-propelled, and effective. [Music]